Games At Work: How to Recognize and Reduce Office Politics - Hardcover

Goldstein, Mauricio; Read, Phil

Hardcover

ISBN 10: 0470262001 ISBN 13: 9780470262009

Verlag: Jossey-Bass, 2009

Inhaltsangabe

AS LONG AS PEOPLE HAVE WORKED together, they have engaged in political games. Motivated by short-term gains—promotions, funding for a project, budget increases, status with the boss—people misuse their time and energy. Today, when many organizations are fighting for their lives and scarce resources there is increased stress and anxiety, and employees are engaging in games more intensely than ever before.

Organizational experts Mauricio Goldstein and Philip Read argue that office games—those manipulative behaviors that distract employees from achieving their mission—are both conscious and unconscious. They can and should be effectively minimized. In Games at Work, the authors offer tools to diagnose the most common games that people play and outline a three-step process to effectively deal with them. Some of the games they explore include:

• GOTCHA: identifying and communicating others' mistakes in an effort to win points from higher-ups
• GOSSIP: engaging in the classic rumor mill to gain political advantage
• SANDBAGGING: purposely low-balling sales forecasts as a negotiating ploy
• GRAY ZONE: deliberately fostering ambiguity or lack of clarity about who should do what to avoid accountability

Filled with real-world, entertaining examples of games in action, Games at Work is an invaluable resource for managers and all professionals who want to substitute straight talk for games in their organizations and boost productivity, commitment, innovation, and—ultimately—the bottom line.

Über diesen Titel

Über die Autorin bzw. den Autor

Mauricio Goldstein is the founder of Pulsus Consulting Group. His passion is to catalyze organizational transformations by creating a deeper connection of people and organizations to their essence. Mauricio has applied his innovative approach to a number of Fortune 500 companies, such as AstraZeneca, Cargill, J&J, Nestlé, PepsiCo, Sodexo, and Schering-Plough, in Latin America, North America, Europe, and Africa.

Philip Read has worked in a number of senior roles in human resources for Fortune 100 companies over the last twenty-two years. He has lived and worked in the United Kingdom, the United States, China, Switzerland, Germany, and Spain. Philip has won a number of awards for his work, including the PriceWaterhouseCoopers and Linkage, Inc. "Most Innovative HR Department" award as part of the leadership team of HR for Dow Chemical.

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AS LONG AS PEOPLE HAVE WORKED together, they have engaged in political games. Motivated by short-term gains promotions, funding for a project, budget increases, status with the boss people misuse their time and energy. Today, when many organizations are fighting for their lives and scarce resources there is increased stress and anxiety, and employees are engaging in games more intensely than ever before.

Organizational experts Mauricio Goldstein and Philip Read argue that office games those manipulative behaviors that distract employees from achieving their mission are both conscious and unconscious. They can and should be effectively minimized. In Games at Work, the authors offer tools to diagnose the most common games that people play and outline a three-step process to effectively deal with them. Some of the games they explore include:

• GOTCHA: identifying and communicating others' mistakes in an effort to win points from higher-ups
• GOSSIP: engaging in the classic rumor mill to gain political advantage
• SANDBAGGING: purposely low-balling sales forecasts as a negotiating ploy
• GRAY ZONE: deliberately fostering ambiguity or lack of clarity about who should do what to avoid accountability

Filled with real-world, entertaining examples of games in action, Games at Work is an invaluable resource for managers and all professionals who want to substitute straight talk for games in their organizations and boost productivity, commitment, innovation, and ultimately the bottom line.

Aus dem Klappentext

As long as people have worked together, they have engaged in political games. Motivated by short-term gains―promotions, funding for a project, budget increases, status with the boss―people misuse their time and energy. Today, when many organizations are fighting for their lives and scarce resources there is increased stress and anxiety, and employees are engaging in games more intensely than ever before.

Organizational experts Mauricio Goldstein and Philip Read argue that office games―those manipulative behaviors that distract employees from achieving their mission―are both conscious and unconscious. They can and should be effectively minimized. In Games at Work, the authors offer tools to diagnose the most common games that people play and outline a three-step process to effectively deal with them. Some of the games they explore include:

• Gotcha: identifying and communicating others' mistakes in an effort to win points from higher-ups

• Gossip: engaging in the classic rumor mill to gain political advantage

• Sandbagging: purposely low-balling sales forecasts as a negotiating ploy

• Gray Zone: deliberately fostering ambiguity or lack of clarity about who should do what to avoid accountability

Filled with real-world, entertaining examples of games in action, Games at Work is an invaluable resource for managers and all professionals who want to substitute straight talk for games in their organizations and boost productivity, commitment, innovation, and―ultimately―the bottom line.

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Games At Work

How to Recognize and Reduce Office PoliticsBy Mauricio Goldstein

John Wiley & Sons

Copyright © 2009 Mauricio Goldstein
All right reserved.
ISBN: 978-0-470-26200-9

Chapter One

Let the Games Begin What Games Are and How They Are Played in Organizations

Games would be easier for people to deal with if they were purely conscious activities, limited in number, and overtly played. Unfortunately, people are often unaware that they're playing games, and a variety of games exist, many of which are covert and subtle in nature. Thus an understanding of organizational games is essential. If you're aware of the particular games you or your people play and how they affect individuals and the organization, you're in a much better position to handle them. A lack of knowledge about games allows them to thrive. The more you know, the better able you'll be to limit their damage and turn the energy of your people in more productive directions.

Therefore, we want to focus here on helping you understand what an organizational game is and the common types. First, though, we need to define our terms.

The Theory and Practice of Games

At its most basic level, a game is a competition between two or more people in which the object is to win. No doubt, you've played board games, sports games, and the like, for which the rules of play are strictly defined. Games aren't always so simple or transparent, however. A branch of mathematics is devoted to "game theory," which was developed by John von Neumann in his book Theory of Games and Economic Behaviour ([1944] 2007, with Oskar Morgenstern). Neumann demonstrated that there was more to games than probability; he coined such terms as "zero sum games" and "payoffs."

Of greater familiarity is the work of psychiatrist Eric Berne ([1964] 1996), the founder of transactional analysis, who wrote the book Games People Play. Berne suggested that many social interactions revolve around games-that is, the interactions seem to be about one thing, but beneath the surface are concealed motivations and attempts to gain payoffs. Berne posits that these games are dishonest and prevent more meaningful ways of living.

In short, the mathematical and psychological theorists recognize that games are more than they seem, that they are often driven by hidden agendas and personal payoffs, and that they can do more harm than good.

Now let's bring this theoretical construct to life with the story of one particular game we observed being played in a large organization. The company had recently introduced a 360-degree feedback tool to foster manager development. Harold, a senior manager, received a significant amount of negative feedback from his team. Shortly thereafter, he contacted Stan, an HR executive in charge of the feedback program, and said he would like to have a meeting with his team. Harold explained to Stan that he wanted a better understanding of what behaviors he needed to change as well as more examples of behaviors that caused problems for team members. He emphasized that he wanted to communicate to his team that he cared about their feedback.

Given Harold's comments, Stan thought a meeting would be productive. Nonetheless, Stan insisted that certain ground rules be observed during the meeting, including refraining from defensiveness or accusations. Harold agreed to these ground rules.

When the meeting started, Harold was humble and polished, and seemed eager to hear additional feedback. People opened up and shared their concerns. As everyone talked about possible solutions to the problems raised, Harold became a bit defensive. Still, he seemed committed to implementing some of their suggestions until he mentioned that he intended to talk to the company's CEO, with whom he had a "close relationship," about what might be done about team morale. Then Harold said that it was too bad that a few people were spoiling things for the rest of the team. Immediately, a look of fear appeared on the faces of several team members; they clearly took this reference to mean that he intended to get rid of or move out some people.

After the meeting, Stan debriefed Harold about how things had gone, and Harold said the meeting was useful because "I figured out who was behind this, and that these individuals were a serious drag on department productivity because of their negativity."

In the following months, Harold created a tremendously antagonistic environment within his department, setting people against each other and focusing their energy on conflict rather than work objectives. Though Harold was eventually fired, his gamesmanship was very destructive.

The games Harold played included the following:

Token Involvement. In this game, you pretend you want the input of others but are actually pursuing your own agenda. Harold suggested that he wanted to hold the meeting for the good of his team and for his own self-improvement, but in reality his goal was to identify people who were criticizing him, and he ignored the feedback.

The Boss Said. In this game, you ally yourself with a powerful figure in order to intimidate others. Harold's reference to his close relationship with the CEO had this purpose.

Gotcha. In this game, the goal is to catch and punish people who have "erred." Harold obviously used the meeting to figure out who was behind the negative responses in the original 360-degree feedback.

We should add that Harold may not have been playing these games on a conscious level; he may have initially wanted to use the meeting to become a better manager. Once the meeting started, though, Harold reverted reflexively to games he had played throughout his managerial career. In Harold's mind, he may have rationalized that he was simply protecting himself and his team from negative influences, but in reality, he was playing his favorite games.

The Traits: Signs and Symptoms That a Game Is Being Played

Defining something as a game can become a question of semantics. You can make the argument that just about any organizational activity is a game of some sort. When you take a few too many watercooler breaks, you're playing the "delay" game. When you spend one day working hard in your office and don't do your usual socializing in the hallway, you're playing the "turtle" game.

We don't define games so broadly. Or rather, our focus is on counterproductive games-those that drain people's time and energy, involve more than one person, and have ulterior motives and negative consequences for the organization. The following are the five traits that characterize these games:

1. Manipulation. People exhibit dishonest behavior to achieve their objectives. Sometimes this behavior is obvious and provocative; other times it's subtle. It may involve hiding information from a boss-telling only part of the story to make someone else look bad. It may involve making a problem appear more serious than it actually is, in the hopes of creating false expectations-the professional service provider who convinces a client that a goal is almost impossible to achieve, so that when he helps her achieve it, he'll come off as a hero. A person who is playing a game is not being straight; there is always some deceit and underhandedness.

2. Paradoxical consequences. Games often involve short-term gain for the player and short- and long-term losses for...

Details zur Ausgabe

• Verlag: Jossey-Bass
• Erscheinungsdatum: 2009
• Sprache: Englisch
• ISBN 10: 0470262001
• ISBN 13: 9780470262009
• Einband: Gebundene Ausgabe
• Auflage: 1
• Anzahl der Seiten: 256
• Kontakt zum Hersteller: Wiley-VCH GmbH; product_safety@wiley.com; ; Boschstrasse 12; Weinheim; 69469; Deutschland